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ACPET member interviews Across the RTOs interviewed: a small minority of RTOs are engaged in workplace development activities with employers the approach of those that do is underdeveloped, although a number indicated they believed this was an area for growth (especially non-accredited training) of those that engaged in employer workplace development activities, it formed part of the RTO’s business strategy with designated business targets RTO relationships with employers are most likely to be informal partnerships – cited as employers’ preference

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ACPET member interviews (2) R&D is more common among RTOs highly reliant on government funding, half of whom have designated staff RTOs generally willing to try new ventures, only ¼ were looking for more government funding for this RTOs identified a range of barriers to business diversification: – regularity of government policy changes – shortage of qualified trainers & assessors – costs of regulation – lack of capital to expand

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ACPET member interviews (3) Only just over half of RTOs described their business as financially stable The majority of RTOs did not have written contingency plans for sudden change but some had them ‘in their heads’ Virtually all articulated a business vision for the short and medium term, but not all have incorporated the vision into their strategic plan. Marketing strategies and budgets are not universal. Some RTOs prefer to rely only on ‘relationships’ and reputation

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ACPET member interviews (4) RTOs use a variety of means to keep abreast of developments in their industry and in the VET system RTOs believed their executive staff were highly tolerant of change, whereas they deemed their staff to be less so The majority described themselves as compliant or very compliant with SNR standards and ‘very compliant’ with government funding contracts, The majority believe their management structures were adequate for the future needs of the business, and Their management systems were very strong and reliable and could support the business into the future

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ACPET member interviews (5) – ‘high reliance’ RTOs were more likely to be employer focused or ‘employer connected’, but their employer relationships were often under-developed and limited. – approx 1/3 of ‘high reliance’ RTOs were not interested in new relationships with employers – ‘high reliance’ RTOs identified more barriers to business diversification than low reliance RTOs, particularly shortage of qualified staff shortage of capital issues related to government funding and regulation

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ACPET member interviews (6) – ‘high reliance’ RTOs expressed serious concern about the costs (financial and other) of constant changes in government policy around funding, – ‘low reliance’ RTOs markedly more likely to describe business as financially stable than high reliance RTOs – while some high reliance RTOs are well placed to develop and diversify their business using a stronger employer focus, work with both RTOs and employers to strengthen connections would be a necessary preliminary step

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ACPET Healthchecks 43 Healthchecks of ACPET members & 16 more in/train scheduled. Key features: used by members in lead-up to re-registration or as an external quality review between regulatory audits focus is on engendering RTO confidence in their approach to quality outcomes and compliance two-stage process uses benchmarks for sufficiency of evidence moderated internally and with HC consultants

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Healthcheck feedback “very valuable and got a lot out of it” "the Health Check consultant was wonderful, she asked very clever questions that really got us thinking“ “we would do it again, it was a massive wake up call” “I was really happy with how the ACPET Health Check was conducted” “I thoroughly enjoyed the experience, dealing with Catherine was like having a highly experienced, knowledgeable colleague and mentor on staff”

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ACPET Quality Support Team Three levels of support for ACPET members: 1.Foundation 2.Diagnostic 3.Integrated